Derailed excerpt—introduction

2I

Derailed!

I

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Introduction

Clearly this is part of a natural human response that makes it

terms of their careers, their customers, their colleagues, their

Introduction

I Derailed! I

3

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Costly & Painful..........

3 4

accelerating the rate of derailment Average failure rate recorded in 11 separate research based studies Michael Watkins, Professor Harvard Business School, Author “The First 90 Days: Critical Success Strategies for New Leaders at All Levels� (Harvard Business Press) 3 Corporate Leadership Council data 4 S Berglas, The Stress of Success Research, UCLA School of Management) 1 2

But if you look more closely at a derailment, it is not usually so

4I

Derailed!

I

Introduction

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Smart

Strong track record

✔ ✔ ✔ ✔ ✔ ✔ ✔

Adapted from the Center for Creative Leadership ‘Off Track’ research

✔ ✔ ✔ ✔ ✔ ✔ ✔